The fundamentals of effective
Employee satisfaction mapping
Telecom, IT, ITES / BPO, FMCG, finance, automotive, pharma, retail, heavy machinery, petroleum and now even the most prestigious power sector. Irrespective of the industry domain you and your employer belong to, Millennium India is facing the highest employee turnover ever in the history of machine revolution. Employees are geared up to join any industry whether they have the related exposure in the past or not. The 30-35% score for ITES and Telecom, 15-20% for automotive and 5-10% now for oil and power sectors, the attrition has snatched away the sleep out of the eyes of HR managers and CEOs.
So, what next? Of course the HR heads and the plant managers need to take a call before they end up with all their top talent drained away by their next door competitor. Employees are getting sensitive and thin-skinned day by day. The trigger for the decision of hopping is as basic it could ever be. Tick off your subordinate even in an obvious tone; and be ready for a job posting to be done the very next day. The condition is even worse with the young generation. They start looking for a change on bad odour in the washroom or get irate on the security guard at the main gate who asked for frisking! Yet it’s factual. We have in our organisation recorded roughly 12% of left employees quoting frisking as a factor during their exit interviews.
Now how to get into the gravity of “What Employees Want”? There are three different ways that we follow at Sona:
1. EMPLOYEE SATISFACTION SURVEYS: A proactive traditional method to map the satisfaction of employees on pre-determined parameters mentioned in the survey sheet. At Sona the survey sheets are revised every year with fresh parameters based on the proposals from employees. The sampling process is based on the Control Grouping with Randomized Block Design of the non-conventional human characteristics. To know more and get into the process specifications, you may get in touch with the authors.
2. STAY INTERVIEWS: Yet again a proactive tool, but virtually a non-conventional one. SI rises above the fundamental weakness of the ESS, the responses being on limited parameters. SI is an open one-to-one conversation with the new employees, ideally in the range of 18 to 36 months of service at Sona. The voice is captured on blank sheet, later used for Language Processing to identify the parameters.
3. EXIT INTERVIEWS: Exits are the reactive tool that comes into action after the employee has put in his papers. The long-established means to get into the insights of why employees are parting. Although Exits turn out to be a major malfunction when employees wish to save their goodwill with the employer and articulate fancy words in praise of the company, thus hiding out the real cause of their detachment.
Dedicated and faithful employees are the most significant factor in becoming an employer of choice, but it's no bolt from the blue that companies and organizations face significant challenges in mapping the levels of energy and engagement in their workforces. Factors such as a booming SENSEX of Indian economy is thus creating an environment where proficient employees who are discontented in their present situations can easily find a new place to "hang their hats." In fact in a study done by our 2007-08 internship batch students illustrate that only 21% of Indian employees feel fully committed to their employers and only 12% of them agree that their employers are wholly committed to them. It’s not at all surprising; still, the level of commitment amid employees and employers is directly linked to the level of satisfaction at a place where they are spending more than half of their lives.
The human psychology specialists lit a spark of hope to the HR Managers. It is vitally important to make out that all employees normally give signals or hints, those which need to be captured at the precise time. This means that attrition can be predicted through survey measurement. This gives employers an imperative window of opportunity to foresee and address talent loss within specific departments so as to change the environment that is causing employees to leave. When two people get into a relation, let’s say the marriage, trust and consideration of the needs and opinions of each other are being considered as prime traits that keep the commitment strong. At work, these qualities can be even more important than the value of monetary compensation and rewards - in fact, emotional rewards can actually have a larger impact than monetary rewards on overall employee satisfaction. You need to actually trace this satisfaction level.
Employee Satisfaction Surveys provide clear data picture for problem solving. If the ES Surveys are effectively monitored, they can actually identify critical problem areas and can help to devise the most optimal path to solutions. This information provides a road map and priority list for dealing with problems in all areas. However the priority in which problems are solved is not always decided by the ones employees feel worst about. Yet, ranking the issues puts some reason into the system of designing a PDCA plan for attacking employee problems. Also, the ES survey results provide a snapshot of employee attitude. Starting from this point the company can later identify, in an objective and scientific way, whether the company is making growth or slipping back. While monitoring a survey is not the only method of providing this benchmark, the information gained provides a background with which to interpret other essential data such as attrition information.
The following are few benefits of an Employee Satisfaction mapping process:
1. Employee’s standpoint: Organizations attain a truthful sight of current policies and a more obvious perspective of issues that are of top priority to employees than others, such as welfare measures, career development, and compensation benefits.
2. Increased Employee Loyalty: By quantifying and analyzing employee attitudes and opinions, enterprises can identify problem areas and solutions to create a supportive work environment encouraging a motivated and loyal workforce.
3. Training Needs Assessment: Employee Satisfaction Surveys aid in developing individual goals and career potential. With more insight into their opinions and attitudes, management can establish professional development initiatives.
4. Improved Customer Service: Because motivated employees are critical to improved organizational initiatives, such as increasing customer satisfaction, enterprises that value and strive for greater employee satisfaction ultimately create higher customer satisfaction.
To conclude, wide-ranging Employee Satisfaction processes can be keys to a more motivated and loyal workforce leading to increased customer satisfaction and overall profitability of an enterprise.
Reference weblogs:
1.
2. http://finance.groups.yahoo.com/group/PassionHR
The Authors
MR. HARI NAIR, a Young Masters in Public, Personnel Management & Industrial Relations from Osmania University, did his Graduation in Commerce and has a Degree in Education Psychology & a Diploma in Journalism. Currently he is at the helm of affairs at Sona Koyo Steering Systems Ltd, Gurgaon as its Assistant Vice President – Human Resources, and can be reached by e-mail –
or 
and on his Mobile No. +91-98-102-89047
MR. ABHISHEK GAVANE, a young scholar Mechanical Engineer with PGDBM (HR) and having a year plus of meticulous experience as Senior Executive – HR Strategy in Sona Koyo Steering Systems Ltd, Gurgaon, functioning in Strategic HR cascading OD Interventions, Technical recruitments, Blue Ocean Initiatives for Employer Branding and Competency mapping. Can be reached by e-mail
or 
or on his Mobile No. +91-98-913-65444
From India, New Delhi
22Employee satisfaction mapping
Telecom, IT, ITES / BPO, FMCG, finance, automotive, pharma, retail, heavy machinery, petroleum and now even the most prestigious power sector. Irrespective of the industry domain you and your employer belong to, Millennium India is facing the highest employee turnover ever in the history of machine revolution. Employees are geared up to join any industry whether they have the related exposure in the past or not. The 30-35% score for ITES and Telecom, 15-20% for automotive and 5-10% now for oil and power sectors, the attrition has snatched away the sleep out of the eyes of HR managers and CEOs.
So, what next? Of course the HR heads and the plant managers need to take a call before they end up with all their top talent drained away by their next door competitor. Employees are getting sensitive and thin-skinned day by day. The trigger for the decision of hopping is as basic it could ever be. Tick off your subordinate even in an obvious tone; and be ready for a job posting to be done the very next day. The condition is even worse with the young generation. They start looking for a change on bad odour in the washroom or get irate on the security guard at the main gate who asked for frisking! Yet it’s factual. We have in our organisation recorded roughly 12% of left employees quoting frisking as a factor during their exit interviews.
Now how to get into the gravity of “What Employees Want”? There are three different ways that we follow at Sona:
1. EMPLOYEE SATISFACTION SURVEYS: A proactive traditional method to map the satisfaction of employees on pre-determined parameters mentioned in the survey sheet. At Sona the survey sheets are revised every year with fresh parameters based on the proposals from employees. The sampling process is based on the Control Grouping with Randomized Block Design of the non-conventional human characteristics. To know more and get into the process specifications, you may get in touch with the authors.
2. STAY INTERVIEWS: Yet again a proactive tool, but virtually a non-conventional one. SI rises above the fundamental weakness of the ESS, the responses being on limited parameters. SI is an open one-to-one conversation with the new employees, ideally in the range of 18 to 36 months of service at Sona. The voice is captured on blank sheet, later used for Language Processing to identify the parameters.
3. EXIT INTERVIEWS: Exits are the reactive tool that comes into action after the employee has put in his papers. The long-established means to get into the insights of why employees are parting. Although Exits turn out to be a major malfunction when employees wish to save their goodwill with the employer and articulate fancy words in praise of the company, thus hiding out the real cause of their detachment.
Dedicated and faithful employees are the most significant factor in becoming an employer of choice, but it's no bolt from the blue that companies and organizations face significant challenges in mapping the levels of energy and engagement in their workforces. Factors such as a booming SENSEX of Indian economy is thus creating an environment where proficient employees who are discontented in their present situations can easily find a new place to "hang their hats." In fact in a study done by our 2007-08 internship batch students illustrate that only 21% of Indian employees feel fully committed to their employers and only 12% of them agree that their employers are wholly committed to them. It’s not at all surprising; still, the level of commitment amid employees and employers is directly linked to the level of satisfaction at a place where they are spending more than half of their lives.
The human psychology specialists lit a spark of hope to the HR Managers. It is vitally important to make out that all employees normally give signals or hints, those which need to be captured at the precise time. This means that attrition can be predicted through survey measurement. This gives employers an imperative window of opportunity to foresee and address talent loss within specific departments so as to change the environment that is causing employees to leave. When two people get into a relation, let’s say the marriage, trust and consideration of the needs and opinions of each other are being considered as prime traits that keep the commitment strong. At work, these qualities can be even more important than the value of monetary compensation and rewards - in fact, emotional rewards can actually have a larger impact than monetary rewards on overall employee satisfaction. You need to actually trace this satisfaction level.
Employee Satisfaction Surveys provide clear data picture for problem solving. If the ES Surveys are effectively monitored, they can actually identify critical problem areas and can help to devise the most optimal path to solutions. This information provides a road map and priority list for dealing with problems in all areas. However the priority in which problems are solved is not always decided by the ones employees feel worst about. Yet, ranking the issues puts some reason into the system of designing a PDCA plan for attacking employee problems. Also, the ES survey results provide a snapshot of employee attitude. Starting from this point the company can later identify, in an objective and scientific way, whether the company is making growth or slipping back. While monitoring a survey is not the only method of providing this benchmark, the information gained provides a background with which to interpret other essential data such as attrition information.
The following are few benefits of an Employee Satisfaction mapping process:
1. Employee’s standpoint: Organizations attain a truthful sight of current policies and a more obvious perspective of issues that are of top priority to employees than others, such as welfare measures, career development, and compensation benefits.
2. Increased Employee Loyalty: By quantifying and analyzing employee attitudes and opinions, enterprises can identify problem areas and solutions to create a supportive work environment encouraging a motivated and loyal workforce.
3. Training Needs Assessment: Employee Satisfaction Surveys aid in developing individual goals and career potential. With more insight into their opinions and attitudes, management can establish professional development initiatives.
4. Improved Customer Service: Because motivated employees are critical to improved organizational initiatives, such as increasing customer satisfaction, enterprises that value and strive for greater employee satisfaction ultimately create higher customer satisfaction.
To conclude, wide-ranging Employee Satisfaction processes can be keys to a more motivated and loyal workforce leading to increased customer satisfaction and overall profitability of an enterprise.
Reference weblogs:
1.
2. http://finance.groups.yahoo.com/group/PassionHR
The Authors
MR. HARI NAIR, a Young Masters in Public, Personnel Management & Industrial Relations from Osmania University, did his Graduation in Commerce and has a Degree in Education Psychology & a Diploma in Journalism. Currently he is at the helm of affairs at Sona Koyo Steering Systems Ltd, Gurgaon as its Assistant Vice President – Human Resources, and can be reached by e-mail –
MR. ABHISHEK GAVANE, a young scholar Mechanical Engineer with PGDBM (HR) and having a year plus of meticulous experience as Senior Executive – HR Strategy in Sona Koyo Steering Systems Ltd, Gurgaon, functioning in Strategic HR cascading OD Interventions, Technical recruitments, Blue Ocean Initiatives for Employer Branding and Competency mapping. Can be reached by e-mail
From India, New Delhi
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